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  • Laurent Ledoux 1 ADAPTIVE LEADERSHIP Changing perceptions & Adopting new representations Laurent Ledoux ledoux.laurent@gmail.com 0478 62 14 20 (www.philoma.org)
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  • Laurent Ledoux 2 What did Parsons do or didnt do? What did she achieve? Is this a leadership case? Why or why not?
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  • Laurent Ledoux Distinguish the challenges types Source: Leadership without easy answers, by Ronald Heifetz Clear Requires learning Clear Requires learning Physician Physician &patient Patient > physician Technical Technical &adaptive Adaptive Type I (Benign flu) Primary locus of resp. for the work Problem definition Solution & implementation Kind of work Type II (Cardio-vascular problem) Type III (Metastasized cancer) 3
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  • Laurent Ledoux 4 The leaders social functions Social function Direction Protection Role Orientation Controlling conflict Norm maintenance Challenge Technical Authority provides problem definition and solution Authority defines adaptive challenge, provides diagnosis & questions about problem definitions & solutions Adaptive Authority protects from external threat Authority discloses external threat Authority orients Authority disorients current roles, and resists pressure to orient people in new roles too quickly Authority restores order Authority exposes conflict, or lets it emerge Authority maintains norms Authority challenges norms, or allows them to be challenged Source: The practice of adaptive leadership, by Alexander Grashow, Ronald Heifetz & Marty Linsky
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  • Laurent Ledoux Heifetz Leadership Mobilize the group for the adaptive work Photo: 5
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  • Laurent Ledoux 6 Modulate the stress Source: Leadership on the line, by Ronald Heifetz & Marty Linsky
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  • Laurent Ledoux Source: Leadership without easy answers, by Ronald Heifetz, adapted by Ledoux 5 strategic principles of Leadership 7
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  • Laurent Ledoux 8 Get on the balcony to see the patterns of the dance floor and to look at yourself Diagnose the system 1 Mobilize the system 2 See yourself as a system 3 Deploy yourself 4
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  • Laurent Ledoux 9 Diagnose the system Be ready to observe & interpret before intervening Diagnose the system itself Diagnose the adaptive challenge Diagnose the political landscape Understand the qualities that makes an organization adaptive Mobilize the system Make interpretations Design effective interventions Act politically Orchestrate the conflict Build an adaptive culture See yourself as a system Identify who you are Know your tuning Broaden your bandwidth Understand your roles Articulate your purposes Deploy yourself Stay connected to your purposes Engage courageously Inspire people Run experiments Thrive Adaptive leadership 4 related groups of activities IVIII III Source: Leadership without easy answers, by Ronald Heifetz, adapted by Ledoux
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  • Laurent Ledoux Adaptive challenge Faction Participant Constituencies Your scope of authority 10 Do the pizza & dare to get beyond your scope of authority
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  • Laurent Ledoux Laozi, 630 BC 11 The best leader is the one whose existence the group barely knows Photo: Radoslav Minchev
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  • Laurent Ledoux 12 The boss does nothing Zobrist, 2005 Le vrai chef cest celui qui a le ballon, celui qui fabrique. Le chef ne doit pas jouer. Il doit rester sur la touche. Sa tche est avant tout de regarder le dehors de son quipe: lquipe adverse, la direction du vent, la position du Soleil. Il anticipe le match suivant. Il essaye dentendre les signaux faibles, ceux de lintrieur (les craquements du navire), ceux de lextrieur, qui seront les signaux forts de demain quil faut tout prix anticiper.
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  • Laurent Ledoux Let go Rosnay
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  • Laurent Ledoux Let the effect impose itself Julien 14
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  • Laurent Ledoux It shoots Anzawa Be one with the bow, the arrow, the target and everything, everyone else 15
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  • Laurent Ledoux Faber VP Danone Friedman Chicago School Pursue higher goals 16
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  • Laurent Ledoux 17 Adaptive Leadership Leadership without easy answers Adaptive Leadership Leadership without easy answers Power Progress Technical problems Adaptive challenges Personality Presence Authority Leadership Source: Leadership without easy answers, by Ronald Heifetz, adapted by Ledoux
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  • Laurent Ledoux 18 Bibliography The practice of adaptive leadership, Ronald Heifetz, Alexander Grashow & Marty Linsky, HBR ed., 2009 Leadership without easy answers, Ronald Heifetz, HBR ed., 1994 Leadership on the line, Ronald Heifetz & Marty Linsky, HBR ed., 2002 Leadership can be taught, Sharon Daloz Parks, HBR ed., 2005 Leading quietly, Joseph Badaracco, HBR ed., 2002 Questions of character, Joseph Badaracco, HBR ed., 2006 Arts of the wise leader, Mark Strom, Sophos ed., 2007 (www.artsofthewiseleader.com) The powers to lead, Joseph Nye, HBR ed., 2008 Leading with wisdom: spiritual-based leadership in business, Peter Pruzan & Kirsten Pruzan Mikkelsen, Response ed., 2009 Rational, Ethical & Spiritual Perspectives on Leadership, Peter Pruzan, Peter Lang ed., 2009 Leadership, Spirituality and the Common Good, Henri-Claude de Bettignies & Mike J. Thompson, Garant ed., 2010
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  • Laurent Ledoux 19 Bibliography La responsabilit sociale de lentreprise comme objet des sciences de gestion, Jean Pasquero dans Responsabilit sociale et environnementale de lentreprise, sous la dir. de Marie-France B.-Turcotte et Anne Salmon, Presses de lUniversit du Qubec, 2005 Responsabilit sociale des entreprises et co-rgulation, T. Berns, P.F. Docquir, B. Frydman, L. Hennebel & G. Lewkowicz, Bruylant 2007 La socit malade la gestion, Vincent de Gauljac, Seuil, 2005 Le capitalisme est-il moral, Andr Comte-Sponville, Albin Michel, 2004 Ethique et ordre conomique: une entreprise de sduction, CNRS Editions, 2002 Le fondement de la morale, Marcel Conche, PUF, 1993 Rethinking business ethics A pragmatic approach, Sandra Rosenthal & Rogene Buchholz, Oxford Press, 2000 Business Ethics & Values, Colin Fischer & Alan Lovell, FT Prentice Hall, 2003 Working ethics, Marvin Brown, Jossey-Bass, 1990 Responsabilit sociale de lentreprise : Faut-il enchaner Promthe ?, Philippe de Woot, Economica, 2005 Does business ethics pay?, S. Webley & E. More, London IBE, 2003 Managing messy moral matters, C.M. Fischer & C. Rice, in Strategic Human Resources, J. Leopold, L. Harris & T.J. Watson, 1999 Consumed: How Markets Corrupt Children, Infantilize Adults, and Swallow Citizens Whole, B. Barber, 2007 Capitalism at crossroads, S. Hart, 2005